Team Building

Evaluate Key Team Members Twice a Year for Company Fit

Evaluate key team members honestly a couple times per year to determine if the company is outgrowing them, and narrow responsibilities so they can become A players again or help them transition out

Judgers Make Lists While Perceivers Play Video Games

A group of only judgers will immediately start making lists without questioning if they're doing the right thing, while a group of only perceivers will end up playing video games and drinking beer

Virtual Teams — Trade-Offs Between Talent Access and Communication

Virtual teams require accepting trade-offs: you lose human broadband communication and spontaneous interactions, but gain access to better talent at lower costs and clearer performance visibility

Choosing vs Discovering Your Niche: A Critical Distinction

Companies that top grade and replace C players with A players become more successful, people have more fun, and everyone works fewer hours because they're not compensating for weak performers

Why C Players Sabotage High Performers

C players are amazingly creative in undermining A players because high performers pose a threat by asking embarrassing questions in meetings and wanting to accomplish goals in half the time

Virtual Business Loses Communication Bandwidth Without Compensation

Communication bandwidth loss is a major virtual business challenge, requiring conscious compensation strategies since facial expressions, voice tone nuances, and hesitations are lost

Tandem Topgrading Interviews — One Questions While One Takes Notes

Use tandem top grading interviews where two people interview simultaneously - one asks questions while the other takes notes, allowing deeper focus on responses and pattern detection

Build Your Team With Four Archetypal Personality Roles

Build your team with four archetypal personality types: organizers for administration, creatives for design and communication, business-type people, and deal makers for partnerships.

A-Players Respond Quickly — Lower Performers Reveal Themselves in Email

Enter into email dialogue with best candidates and observe response patterns - A-players respond quickly and professionally, while lower performers reveal disqualifying information.

Using Multiple Interviewers to Reveal Candidate Blind Spots

Different people see qualities you can't perceive. Having trusted friends or team members with varied skill sets interview candidates reveals blind spots and behavioral patterns.

Without Clarity on Constants vs Improvements Teams Optimize the Wrong Things

Without clear identification of what should remain constant versus what should improve, team members will change things that shouldn't change and keep static what should evolve

Chronological Interview Technique for Spotting A-Players

Team up with another A-player in your company to conduct chronological interviews asking specific questions about past successes and future plans to identify high performers

What Separates a Driver From a Paycheck Employee

A 'driver' is someone who takes ownership of delivering results rather than just working for a paycheck, developing the ability to motivate themselves and get back on track

Delegate Repetitive Tasks First Using Standard Operating Procedures

Delegate repetitive, frequent tasks first like customer service, refunds, tracking and reporting by creating standard operating procedures (SOPs), not through storytelling.

Ideal Team Response — Listen Understand Then Assess Fit

The ideal team response to new requests involves listening without pushback, understanding fully, then analyzing how it fits with current priorities before implementation

Daily Update System — Five Minutes Covering Wins Problems and Questions

The Daily Update system requires new hires to send a 5-10 minute daily email covering three areas: what they accomplished, problems encountered, and questions they have

Interview Tactic: Spot Recurring Job-Departure Patterns

Look for behavioral patterns throughout someone's entire work history during interviews - people often leave jobs for the same reasons repeatedly without realizing it

Pay People Based on Their ROI to You

Pay people exactly what they're worth based on ROI calculation - if someone wants $100,000 but they're worth $1 million to you, do the math and pay them appropriately

Virtual Teams Force a Focus on Results Not Activity

Virtual team members force you to focus only on results rather than activity, eliminating creative avoidance behaviors that look productive but don't create outcomes.

Personal Message Filter That Screens Out 70% of Bad Candidates

Ask candidates to write personal messages answering specific questions instead of submitting resumes, which immediately disqualifies 50-70% of unqualified applicants.

Three Ds of Visionary Leadership Define Declare Decide

The three D's of visionary leadership: Define reality beyond what's possible, Declare intention to make it so, Decide strategy while letting others handle operations

True Profit Is Synergy Between Spectacular People

True profit is creating synergy between people - taking two spectacular people and putting them together so they become worth five times what they were individually

Hire Intrinsically Motivated People — Never Try to Motivate

Find intrinsically motivated people rather than trying to motivate unmotivated ones—if you're asking how to motivate your team, you made an upstream hiring mistake.

Build a Virtual Bench With 3–6 Months of Osmosis

Build a 'virtual bench' through a 3-6 month osmosis process of getting to know potential hires through conversations and relationship building before formal hiring

A-Players Question You — B and C Players Want Any Job

A-players are as interested in questioning you and learning about your business as you are in questioning them, while B and C players are just looking for any job.

Set Clear Expectations and Over-Communicate Always

Over-communicate in all business relationships - give more details than you think necessary, set clear expectations, and you literally cannot communicate too much

A Players Seek Challenge While C Players Avoid It

A players naturally gravitate toward other A players and challenging situations, while C players avoid discomfort and prefer hanging out with other low performers

Re-Engaging Quiet Quitters Through Personality Discovery

For managers, re-engaging quiet quitters requires helping them discover their unique gifts through personality assessment rather than imposing standard solutions

Test Potential Hires With a Paid 10-Hour Project

Test potential hires with small paid projects during the getting-to-know period - give them a 10-hour project at their hourly rate to evaluate their work quality

Budget Three Months for Meaningful Hire Onboarding

Accept training investment risk for significant hires - budget for 3 months of onboarding costs because meaningful players can't be productive in just a few days

Company Culture Reflects the Leader's Behavior Directly

Company culture is simply a reflection of the leader's behavior - if you're stuffy and play power games, you'll attract stuffy people who play political games

Win-Win-Win Transparency That Generates Team Loyalty

Win-win-win transparency where you openly tell your team you want them to have great personal lives so the business succeeds together creates magical results

A Players Commit Where C Players Hedge

A players give you confidence about weekend deadlines by committing to do whatever it takes, while C players say they'll 'try their best' leaving you worried

Consistent Daily Updates Reveal Accountability Patterns Over 30 Days

The most basic test of the Daily Update system is simply whether the employee sends it every day - consistency reveals accountability and communication style

The True Cost of a Mis-Hire: 20 Times Annual Salary

Mis-hires cost approximately 20 times their annual salary when accounting for lost productivity, training costs, damaged relationships, and cleanup efforts

Hiring ROI Calculated as Risk-to-Reward Ratio

Calculate hiring ROI risk-to-reward ratios - willing to risk $12,000 in training costs for a 50% probability of generating an extra $50,000 monthly return

Throwaway Brainstorm Ideas Become Immediate Team Mandates

Throwaway brainstorm ideas sound like projects and mandates to team members, causing them to abandon current priorities and start implementing immediately

Write Job Ads in a Candid Personal Tone Not a Skills List

Write job ads in a friendly, candid, personal tone explaining exactly what you want and don't want, rather than listing formal skills and qualifications.

Top Grade from the Top Down in Hiring

Top grade from the top down because C player managers will be threatened by A player employees, leading to high turnover and frustrated high performers

Hiring 5% Fundraising Help to Access Investor Networks

Hire fundraising assistance for around 5% of the raise amount, especially former lawyers or investment bankers who can introduce you to their networks

Virtual Teams Scale to 70-80 People With Zero Office

Virtual teams can scale to 70-80 people with no office if you hire people who work when it makes sense for them and focus on results rather than hours

Cost of a Mishire 150 Hours and 1.5M

The average mishire wastes 150 hours annually and costs companies $1.5 million according to research from 52 companies with $100,000 average salaries

Run Your Virtual Business Like a Real Business

Run everything in your business like a business - think critically, track, measure, and report everything, especially people and management processes

Brainstorming Without Making It Feel Like Orders

When brainstorming with your team, explicitly state multiple times that these are just ideas and not orders to prevent them from feeling mandated

Your Top Twenty People Determine Whether Your Business Matters

The quality of your team determines business importance - Microsoft would become unimportant without their top 20 people out of 20,000 employees

Add One High-Quality Person Every 90 Days

Build your tribe intentionally by adding one high-quality person every 90 days - over 25 years you can build a network of 100 influential people

Recruit Ahead of Need to Properly Evaluate Candidates

The worst time to hire is when you need someone immediately; start recruiting 3 months ahead when you have time to properly evaluate candidates

Negative Workplace Behaviors Persist Long After the Cause Is Removed

Negative workplace behaviors become self-perpetuating even after the original cause is removed, like the monkey experiment with the water spray

Value Is Completely Subjective — Same Production Cost, Different Price

High performers who miss daily updates can be coached or given assistant support, but non-performers who also miss updates should be terminated

Thirty Days of Daily Updates Reveals More Than Years of Casual Acquaintance

Watching daily updates for 30 days reveals more about an employee than people who have known them for years because you see their true patterns

Hire Drivers — People With Ownership and Proactive Orientation

Hire drivers who show proactive behavior, result orientation, sense of ownership, and personal responsibility rather than just skilled workers

A-Players Perform Twice as Well and Grow into Bigger Roles

A-players are not just a little better than average - they perform twice as well and naturally grow into higher roles within the organization

Train Team Members to Reflect Back Current Commitments Before Adding More

Train team members to be individuals who guard organizational priorities by reflecting back current commitments before accepting new projects

Systematize Culture Through Documented Processes and Video Content

Cultural training can be systematized and shared through documented processes, forms, and ongoing video content based on subscriber questions

Pre-Existing Team Chemistry Accelerates Business Success

Pre-existing team chemistry accelerates business success when stars have established working relationships before tackling new opportunities

Superstars Work for Impact Not for Money

Superstars work for impact, not for money - they want to make a difference in the world and see how their work changes things for the better

Franchise-Prototype Systems for Scaling a Business

Business scaling requires building franchise-prototype systems with SOPs, metrics, and training processes so others can replicate your work

90-Day Cycles as Optimal Planning for Virtual Teams

Structure virtual teams using 90-day cycles as the optimal planning timeframe because business changes too fast for longer planning periods

Emotional Estimation Is the Most Dangerous Hiring Mistake

Emotional estimation—hiring someone because you 'really like them'—is one of the most dangerous and prevalent mistakes in business hiring.

Emotional Estimation Is the Most Dangerous Hiring Mistake

Emotional estimation is most dangerous when hiring - saying 'I really like this person' is a red flag that indicates poor hiring judgment

Hardest People Decisions Involve Early Team Members

The toughest people decisions entrepreneurs face involve those closest to them who helped start or build the company but now drag it down

The Yin-Yang Symbol Integrates Opposing Forces Through Paradox

The human mind can resolve paradox through symbols, with the yin-yang symbol being particularly powerful for integrating opposing forces

Self-Generating Customer Service Through Empowered Employees

Exceptional customer service becomes self-generating when employees understand the company vision and are empowered to act independently

Hire Stars Only — All or Nothing Approach to Talent

Hiring decisions should follow an 'all or nothing' approach, committing exclusively to star performers rather than accepting mediocrity

Opposite Personality Types Build Powerful Teams

Opposite personality types can create powerful teams when they understand and leverage each other's strengths rather than fighting them

Creative Leaders Hire Disorganized Creatives Without Guidance

Creative people in leadership positions tend to hire other disorganized creative people just like themselves when left without guidance

Position for Where Your Industry Heads in 10 Years

For personal positioning, look at where your industry is heading in 10 years and position yourself as the expert in that emerging niche

Individual Agency vs Communal Viewpoints Create Hidden Conflict

People tend to have either individual-agency or communal-oriented viewpoints, which can create conflict when perspectives don't align

Hidden Conflicts Create Organizational Politics

Organizational politics emerge when people hide conflicts rather than addressing them directly, creating behind-the-scenes negativity

Schedule Daily Conversations to Build Key Mastermind Relationships

Cultivate relationships strategically by scheduling daily conversations with key people you want to build mastermind connections with

Hiring for Drivers — People Who Deliver Results

Look for 'drivers' - people who take responsibility and like to deliver results, even if they're not the most charismatic or polished

New Opportunities Are Created Every Day for New People

New people fill new opportunities, and new opportunities are created daily - established leaders rarely dominate emerging categories

Stars Create Exponential Network Effects When Combined

Stars create a network effect where their combined performance follows 1+1=3 mathematics, with exponential returns as more are added

Serial Interview Technique Reveals Excuse Patterns vs Results

Conduct serial interviews covering every job a candidate has ever had to identify patterns of excuses versus results-driven behavior

Weekly Team Reports Build Common Business Language

Create weekly team reports where leaders analyze 90 days of data and explain trends to build common language across the organization

Label Brainstorms vs Projects When Communicating

Leaders must distinguish between brainstorms and projects when communicating, explicitly labeling the type of input they're sharing

Triadding Creates Stronger Relationships Than Two-Way

Triadding - connecting two people with yourself as the third leg - creates much stronger relationships than two-person connections

Start Team Meetings With Problems to Solve, Not Goals to Set

Start team meetings by asking 'what problems do we need to solve' instead of 'what goals should we set' to remove friction upfront

Service Stories Multiply When Employees Have Care and Freedom

Service excellence stories multiply organically when employees have genuine connections with customers and freedom to express care

C-Players Convert A-Players Into B and C-Players

C-players not only underperform but actively convert A-players into B and C-players while repelling other top talent from joining

Align Your Incentives Where Your Future and Theirs Overlap

Align your incentives with the other person's by finding where your future success and their future success intersect and overlap

Random Titles Rob Employees of Self-Worth and Motivation

Giving employees random titles can rob them of self-esteem, self-worth, growth, and motivation by putting them in a symbolic cage

Build a Virtual Bench Through Relationship Interviews

Build a 'virtual bench' by treating interviews as relationship-building processes over time rather than single evaluation events

Structurists and free spirits need each other - structurists create organization while free spirits provide creativity and ideas

Why Consultants Talk and Expect You to Execute

Consultants and advisors are typically smooth talkers who expect you to implement their ideas rather than executing themselves

Identify One Core Strength Candidates Must Excel At

Focus on identifying one core strength that candidates must excel at, then let driven people figure out the additional skills

Weekly Team Training Calls That Build Shared Knowledge

Weekly team training calls where leaders teach what they're learning create powerful team development and knowledge retention

Share Thinking Process, Not Finished Decisions, With Team

Share your complete thinking process with your team instead of presenting finished decisions to create engagement and buy-in

Stars Resist Orders — Authoritarian Management Creates Friction

Stars don't respond well to being told what to do - authoritarian tactics create friction like 'pouring sand in their motor'

When Stars Make Costly Mistakes, Focus on the Lesson Not the Loss

When star employees make costly mistakes, focus on learning rather than punishment to maintain team loyalty and performance

Build a Virtual Bench Around Specific Talent Strengths Not Job Titles

Build a 'virtual bench' by identifying future roles and specific talent strengths needed, not just general job descriptions

Email Exchanges to Evaluate Candidate Thinking Style

Use email exchanges and advice requests during the relationship building phase to evaluate how candidates think and respond

How to Get Better Depth From Customer Survey Responses

If you have to force greatness, you have the wrong person - stars will perform naturally and you'll have to hold them back

Three-Level Business Tracking — Daily Stats to Monthly Deep Dives

Implement a 3-level tracking system: daily vital stats dashboard, daily/weekly team updates, and monthly in-depth analysis

Five-Minute Daily Updates Assess Team Performance

Implement a five-minute daily update system covering results, challenges, and questions to assess team member performance

Daily Huddles Keep Virtual Teams Aligned

Implement daily huddles where virtual teams connect each morning to align on daily objectives and maintain team cohesion

Daily Team Meetings Reinforce Priorities and Recognition

Hold daily team meetings to communicate priorities repeatedly and recognize people when they execute on those priorities

Leadership as Developing Yourself to Elevate the Group

Leadership means developing yourself to your greatest potential so you can help the group achieve its fullest potential

Proactively Build Relationships With Future Star Hires

Spend 10% of your time proactively connecting with potential future team members and building relationships with stars

Why Business Titles Create Entitlement

Traditional business titles create entitlement by giving people symbolic power they can use to claim special treatment

Self-Interest Arguing Destroys Trust Instantly

Arguing for your own interest makes people realize you won't make decisions in their best interest and destroys trust

Smooth Talkers Are Typically Poor Executors

Smooth talkers are typically poor executors despite their impressive communication abilities and system design skills

Hiring Stars Is Required Even When Working From Home

Just because you're working from home doesn't mean you can skip hiring stars and running your business professionally

Use Serial Interviews to Find Candidates Who Finish Projects

Use serial in-depth interviews to discover if candidates have a proven track record of driving projects to completion

Train Teams on Personal Lives to Build Loyalty

Focus team training on improving personal lives during business hours to create extraordinary connection and loyalty

Test Candidates with Live Work Tasks Not Just Interviews

Test prospective team members by having them do actual work tasks live to reveal their real performance capabilities

Ultra-Specialization Makes Small Teams Exponentially More Productive

Ultra-specialization allows small teams to be exponentially more productive than individuals trying to do everything

Expect Team Members to Achieve 60-80 Percent of Your Results

Only expect other people to achieve 60-80% of your results, and accept this as excellent performance for delegation

Modern Leadership Means Increasing Others' Creativity and Productivity

Modern leadership is about helping others increase their creativity and productivity, not telling people what to do

Multitasking Trains the Inner Butterfly to Constantly Switch Channels

Be specific with praise - instead of 'you're great,' specify what they're great about and your emotional experience

Daily Huddle Calls Prevent Remote Team Silos

Conduct daily huddle calls to keep virtual teams coordinated and connected, preventing people from working in silos

Meet Your Virtual Team In Person at Least Annually

Meet team members in person at least once a year to build trust, connection, and team unity that pays off long-term

Sales Rep Mishires Cost Six Times Base Salary

Sales rep mishires cost an average of $583,000 or about 6 times base salary according to surveys of sales managers

Organize Company Into Specialized Teams With Clear Tracking

Structure your company into specialized teams with clear responsibilities and dedicated tracking systems for each

Leaders Who Celebrate and Rest Signal Permission to Their Teams

If you celebrate with your team and take relaxation days when needed, they will mirror those behaviors naturally

Watch for Sticky People Who Build Political Systems Around Themselves

Watch for 'sticky people' who build political systems and create dependencies that make them difficult to remove

Moving the Free Line — The Most Valuable Marketing Concept

Have trusted people with different skill sets interview your candidates to reveal blind spots you can't perceive

Telling Star Performers They Are the Expert

Tell star performers they're the expert, you need them to take responsibility and tell you what needs to be done

Motive Versus Motivation in True Collaboration

True collaboration requires understanding the difference between motive and motivation when influencing others

Different Personality Types Catch Blind Spots in Interviews

Different personality types and skill sets will see qualities in candidates that you have no way of perceiving

State Your Top Priority at the Start of Every Daily Huddle

State your top priority at the beginning of every daily huddle call to align your team and prevent distraction

Recruit 6 to 9 Months Ahead by Projecting Future Growth

Approach recruitment conversations by projecting future growth and asking for referrals 6-9 months in advance

Business Leaders Must Consciously Define Winning

Business leaders must consciously decide their definition of winning and communicate it clearly to their team

Companies Learn Best Through Immersive Department Experiences

Companies learn best through immersive, department-specific experiences rather than generic training programs

Take Complete Responsibility — You Can Only Change Yourself

Take complete responsibility for your thoughts and actions - you can only change yourself, not other people

Stop Arguing for Self-Interest — Argue From Their Perspective

When negotiating with team members, stop arguing for self-interest and argue from their perspective instead

Hiring for Passion and Completed Project Track Record

Look for passion and a successful track record of driving projects to completion when hiring top performers

Spontaneous Cooperation Outperforms Authoritarian Control

The highest form of efficiency comes from spontaneous cooperation of free people, not authoritarian control

Employees-Suck Attitude Creates Confirmation Bias

The 'employees suck' attitude creates confirmation bias where you only see validation of employee failures

Cross-Department Interview Teams for Comprehensive Evaluation

Use multiple team members from different departments to interview candidates for comprehensive evaluation

Keep Org Charts in Pencil — Structure Must Stay Flexible

Organization charts should be drawn in pencil and never formalized - keep structure flexible and evolving

Group Debrief Process After Multi-Interviewer Candidate Review

Conduct group debriefs after multiple people interview a candidate to piece together behavioral patterns

Star Performers Must Contribute 3-10x Their Pay

Star performers need to contribute 3-10x more value than what you pay them for the business math to work

Hire Star Performers Who Think Long-Term

Find star performers who operate on long-term thinking rather than short-term incentive-driven behavior

Only Hire Stars in a High-Growth Company

In rapidly growing companies, only hire stars while helping disadvantaged people outside your business

Leaders Must Go First in Modeling Desired Emotional States

Leaders must 'go first' in modeling the emotional states and behaviors they want their team to exhibit

Superstars Work for Impact, Not for Money

Superstars work for impact rather than money and want to see the world change because of what they do

Building a Virtual Team from One Person to Seventy

Virtual team building can start with one person at $6/hour and scale to 70 full-time workers globally

Free-Child Education — Provide Resources and Get Out of the Way

Apply the 'free child' education philosophy to business - provide resources and get out of their way

Investigate Weird Signals With New Team Members Immediately

Investigate immediately when sensing anything weird with new team members to prevent major problems

Team Underperformance Is 100% the Leader's Fault

Take full responsibility when team members don't perform - it's 100% the leader's fault, not theirs

One in 31 People Are Under Legal Supervision

One in 31 people are under legal system supervision, requiring vigilance in business relationships

Identify Three Referral Sources for Every Role You Plan to Fill

Identify three specific people you can contact for referrals to each role you're planning to fill

Great Leaders Make Other People Successful

Great leaders lead from behind by making other people successful and helping them become leaders

Sharing Wealth Fairly While Avoiding Incentive Traps

Share wealth and proceeds fairly with your team while avoiding performance-based incentive traps

Opportunity Grows Exponentially Through Knowledge Network Effects

In the future, opportunity grows exponentially due to network effects of knowledge combinations

Assign Specific Accountability for Each Function as You Grow

Assign specific accountability for each business function to different team members as you grow

Collaborate with Complementary Strengths to Multiply Value

Collaborate with others who have complementary strengths to multiply your value by 10x or 100x

Punishment After Mistakes Breeds Resentment and Deliberate Sabotage

Punitive responses to mistakes create employee resentment and deliberate sabotage over time

Choosing Social Influences That Accelerate Business Growth

Choosing the right social influences creates transformative power for business growth

Seeking Validation Over Truth Keeps You Blind to Your Gaps

Hiring people based on emotional liking rather than data leads to expensive mistakes

Virtual Business Models Provide Freedom and Scalability

Virtual business models with remote teams provide ultimate freedom and scalability

Choose Opportunities That Expand You as a Person

Choosing the right social influences has transformative power for business growth

Surround Yourself With People Better Than You to Accelerate Growth

Surround yourself with people better than you to accelerate growth and learning

Pairing Smooth Talkers with Organizers for Execution

Pair smooth talkers with organizers to ensure execution and results delivery

Business Model Lifecycles Are Compressing Across Every Industry

Business model lifecycles are shortening dramatically across all industries

Scale Social Networking Activities to 10X for Growth

Scale social networking activities to 10X levels for business growth

Why Virtual Teams Need Annual In-Person Meetings

In-person meetings create trust, connection, and team unity that doesn't exist through virtual interaction alone. Even meeting once a year for team building and collaborative work significantly improves long-term team performance and communication.

Why Hiring Friends and Family Destroys Businesses

No, hiring friends and family is a great way to destroy a business. It creates weird relationship dynamics, makes performance management difficult, and often results in people who rely on you for employment rather than contributing to growth.

When to Narrow or Remove Team Member Responsibilities

Evaluate key team members honestly a couple times per year to determine if the company is outgrowing them. If someone can't function at a high performer level, narrow their responsibilities so they can succeed or help them transition out.

Help Your Team Become More Creative and They'll Follow Your Lead

Focus on helping your team members become more creative and productive when they're around you. Modern leadership isn't about commanding—when people naturally perform better in your presence, they'll seek you out as a leader.

Synergy Between People as the Real Source of Profit

Real profit comes from creating synergy between people. Take two talented individuals, let them work together for a year to develop deep communication, and they become worth five times what they were individually.

Organizers, Creatives, Operators, Dealmakers: Four Team Archetypes

Build your team with four archetypal types: organizers for administration, creatives for design and communication, business-type people for operations, and deal makers for partnerships and external relationships.

Motive vs Motivation in Leadership and Influence

Eben distinguishes between motive and motivation as fundamental to effective leadership and influencing behavior. Understanding this difference is crucial for collaboration and team building.

How AI Increased Conversions and Cut Course Delivery Time

AI has increased conversions, enabled faster course delivery (90 days to 6 weeks), and energized his entire team. Customer service improved and more people are buying courses at lower prices.

Spend 10% of Your Time Building Relationships With Future Stars

my rule of thumb personally is spend about 10% of your time doing this us spend about 10% of your time connecting with people that could be good future team members building relationships with stars

Your Team as Your Daily Mastermind Influence Group

first thing I say is it's the team it's these amazing people that I get to learn from all the time day after day these are my Mastermind this is my influence group

High Performers Make Teams More Fun and Productive

Whereas if you have a team of high performers, you're going to have a lot more fun because you can be a lot more productive.